BUSI 310 Quiz 1 Management solutions complete answers

BUSI 310 Quiz 1 Management solutions complete answers 

 

Mike focuses on assembling and coordinating the people, equipment, and supplies that his company needs to achieve its goals. What management function does Mike emphasize in his work?

 

Labyrinth is a new, very successful, brand of organic clothing recently introduced globally. The company is unique in the way it has collaborated with its suppliers and potential customers to bring the clothing to market. Labyrinth's founders have always focused on efficiency. What is the best advice you should give them, given the quick success they have had with Labyrinth?

 

Chief executive officer, president, chief operating officer, and vice president are all titles typical of __________ management.

 

Which approach did not address all the issues faced by 19th-century managers, but tried to raise managers' awareness about the most pressing concerns of their job?

 

A large company recently embarked on an effort to increase coordination and cooperation within the company. During the process, the managers of the organization reviewed and specified job responsibilities, grouped jobs into work units, and reallocated resources within the company. The managers were exercising the management function of

 

Organizations are open systems, and they are dependent on __________ from the outside world, such as raw materials, human resources, and capital.

 

A feature of organizational behavior is that

 

When Martin, manager of his company’s sales department, realized that his plan to increase his department’s sales levels was not producing the desired results, he instituted a training course to help the salespeople achieve better results. Which management function is illustrated in this scenario?

 

"I must attend the fundraiser," said Maura O’Brien, Senior Vice President of Marketing. "One of our key clients is sponsoring the event for a worthy cause, and our firm should be represented by a senior member of our management team." When Maura performs symbolic duties on behalf of her organization, she is performing in the role of

 

In the context of Henri Fayol's 14 principles of management, __________ refers to making expectations clear and punishing violations.

 

Natasha is very good at inspiring the people in her department to learn new skills and to perform better than expected on the job. As a manager, what is Natasha especially good at doing?

 

A principle of the human relations approach is that

 

One component of emotional intelligence is

 

__________ is among the necessary skills of emotional intelligence.

 

"A new boss from outside the industry won't be able to train us to perform specialized tasks involving our particular methods and processes, or to evaluate how well we were performing these tasks. In other words, would she have the necessary __________?" asked Muffy.

 

Research on __________ promoted the use of teamwork and semiautonomous work groups as important factors for creating efficient production systems.

 

A company’s CEO and Director of Human Resources are concerned that their company will not survive the current recession. As experienced __________ managers, they are working collaboratively to develop new business strategies and work processes to effectively and efficiently support the company so that it can survive the current economic downturn and thrive in the coming years. Their employees are depending upon them to provide overall management of the company.

 

Abraham Maslow contributed to the field of human relations by

 

The __________ approach is aimed at understanding how psychological and social processes interact with the work situation to influence performance.

 

__________ is the most basic human need, as suggested by Abraham Maslow.

 

__________ managers are responsible for translating the general goals and plans developed for an organization into more specific activities.

 

When a customer service manager works to defuse a situation with an irate customer, he or she is assuming a __________ role.

 

"Recently, I spent a great deal of time looking at how to define jobs to most efficiently utilize the employees in those jobs," said the CEO of Baker Products. "And now I need managers to be responsible for the various job groupings." The CEO is describing the management function of

 

Taylor introduced the scientific management approach because he

 

"With the computing power available today, I'm surprised that the quantitative management approach is not widely used to make management decisions and solve management problems," said Pablo. "I believe that there are several explanations for the limited use of quantitative management. For example, __________," replied his manager.

 

Jeffrey’s role as __________ entails creating a presentation to give to his management team that will communicate the company's new business objectives, and more importantly, how Jeffrey has interpreted them to apply to his business unit.

 

Which statement about the contribution made by Jack Welch toward management thought and practices is true?

 

Middle-level managers are often referred to as __________ managers.

 

Which is the best theory for managers to use to compare alternatives and eliminate weaker options?

 

One of Yani's primary activities in his career as a supervisor at Front yard Bird Food is working with his middle manager, Delilah, to introduce new growth opportunities in the business (such as expanding into exotic bird foods) and to help the people who actually manufacture the food. Yani is most likely a(n)

 

The __________ approach to management was criticized for being too simplistic, believing that a happy worker was a productive worker.

 

Which statement about quality is true?

 

The contingency perspective refutes universal principles of management by stating that a variety of factors, both internal and external to the firm, may affect an organization's performance. Thus, according to this management approach,

 

Ulrich manages with McGregor's Theory X in mind, and, as a result, his employee, Destiny, is losing interest in her job. If Ulrich could abandon his current beliefs, he might instead acknowledge that there is "no one best way" to manage. He might consider Destiny’s values, goals, skills, and attitudes, along with other factors, both internal and external to the firm, to improve performance. If so, he would be using the

 

In the classical approaches to management, proponents of the __________ approach argued that managers should stress primarily employee welfare, motivation, and communication.

 

"Quick, Mr. Delaney, Margaret is in the lobby, shouting at a customer!" said George. Rushing to intervene, Paul Delaney demanded that Margaret return to her office immediately. "Mr. Crenshaw, I'm very sorry. Please, allow me to escort you to our executive suite, and I will straighten this out," said Mr. Delaney. Mr. Delaney was performing in the role of

 

Safety Standards is updating its automated contracting/ordering system. Max Truesdale, CEO of Defense Supply Corporation, told his chief information officer, "Travis, you must lead an effort to reengineer our computer infrastructure to remain compatible with that of Safety Standards. This will be a complex effort but, if we can get this done before our competitors can, we will pick up a lot of new business worldwide. That's the nature of __________, it complicates things and creates opportunities."

 

Brian is a general manager for a tool-manufacturing firm. He is considering some changes to the production floor, which include layout adjustments and the purchase of new equipment to improve efficiency. He also wants to promote one of his employees to team leader. Which function of management is Brian performing?

 

A _____________ serves as the spokesperson and champion for a work group dealing with external stakeholders.

 

Sam is a middle-level manager who is known for his efficiency; however, he is not necessarily effective. But, Rachel, another middle-level manager, is known for her effectiveness, rather than her efficiency. Therefore, Rachel is more likely to

 

The ___________________ approach advocates that management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization.

 

The unique ideas and products that WindStorm Group has patented provide a significant advantage to its business because none of its competitors are able to offer them. Because WindStorm's CEO recognizes the _______________________, he has authorized development of practices to discover and harness his organization's intellectual resources.

 

Toward the end of the Industrial Revolution, in the late 19th century, several university programs offering management and business education were founded, including the Wharton School at the University of Pennsylvania. Establishment of these programs

 

"Tom, at Bode Corporation we align our individual goals with the company's goals. That is, as managers, we use _________________ to drive ourselves and our employees to accomplish key goals that are linked with the company's success," said Tom's new CEO.

 

Systematic management

 

Raj Reddy, Vice President of Human Resources for Grandy Supply Corporation, is finding that competition for human talent is becoming fiercer. He has implemented creative solutions to leverage diversity of the labor force to the benefit of his organization. For example, Raj has found that ______________ allows him to supplement his available staff, particularly during times of work overload.

 

When a manager treats employees as lazy, unmotivated, and in need of tight supervision, the employees eventually meet the manager's expectations by acting that way. According to Douglas McGregor, this is known as a(n)

 

Organizational behavior

 

The use of quantitative management is limited because

 

Randall Petrie, Vice President of Production, said, "Stu, my employees have been manufacturing the same products for two years without a new product being introduced. Products don't sell forever, especially since globalization and technological advances have accelerated the pace of change. I'm concerned that, without _______________, we will wither and die as an organization."

 

Managers will use the methods of quantitative management as ______ in the decision process.

 

Sandra is an intelligent, enthusiastic, and hardworking person. Yet her manager constantly yells at her and micromanages her. Sandra's manager is applying Douglas McGregor's Theory X. Why do you think that he uses this approach?

 

In a major announcement at an annual medical conference, Dr. Benjamin Johnson, Research Director of Acme Pharmaceuticals, informs the medical community of a breakthrough in the treatment of diabetes. As _________________ for his organization, he answers questions posed to him by his medical research colleagues and members of the press.

 

A criticism of the human relations approach to management is that

 

A Gantt chart graphs the relationships between

 

"With the computing power available today, I'm surprised that the quantitative management approach is not widely used to make management decisions and solve management problems," said Guy. "I believe that there are several explanations for the limited use of quantitative management. For example, __________________," replied his manager.

 

Frederick Taylor's contributions to scientific management as an approach to management were significant because Taylor

 

Janet mused to herself, "It has taken over 30 years, but I've finally been named CEO of a major firm. Now, I can concentrate on what I really want to do as a(n) ____________ manager, to focus on the survival, growth, and overall effectiveness of our firm."

 

When shopping for goods and services, customers weigh their options and purchase based on the

 

"Dave, I know that you are trained to work as a chemist and not to solve scheduling problems. But as lab manager, you are a frontline supervisor. You cannot immediately tell your staff to take their problems to higher management," said Quint. "You must first work with your staff to solve the problems. If you are unable to do so, you can consult with higher management. In our bureaucratic firm, we follow the chain of command so that

 

During the Industrial Revolution in the 18th and 19th century, managers who could make minor improvements in management tactics were noteworthy. Why?

 

According to Max Weber, bureaucratic positions foster specialized skills, eliminating

 

"I'm sorry to tell you that four employees from our division were laid off today," said Bob Knowles, division manager, to his assembled staff. "And a total of 25 employees were laid off corporatewide. No further staff reductions are planned, and we expect the corporation's financial performance to remain on plan." When the manager notifies his employees of these developments and plans, he is performing in the role of

 

Service refers to the

 

The sociotechnical systems theory 

 

Maria, David, and Sylvia are concerned that their company will not survive the current recession. As experienced ______________ managers, they are working collaboratively to develop new business strategies and work processes to effectively and efficiently support the company so that it can survive the current economic downturn and thrive in the coming years. Their employees are depending upon them to provide overall management of the company.

 

“A very powerful tool for showing our project progress is the Gantt chart. We will review and update it in each weekly progress meeting. The Gantt chart helps us plan projects by showing us the relationship between ________,” said Buford Hollis, project manager, to his team.

 

Sonya manages a specialized environmental consulting practice, GreenSolutions, within a large multinational corporation. Client feedback obtained in the past 12 months indicates that GreenSolutions' business is on the decline. Sonya decides to implement various changes within her practice to improve GreenSolutions' service quality. One of the key elements of these changes will be to refocus her staff on

 

_________________ helped organizations achieve goals through systematic management.

 

Abraham Maslow argued that people try to satisfy their

 

An important contribution of Frederick Taylor was his

 

Delilah Watson, Chief Operating Officer of Glenmore Products, told her human resources manager, "Obviously, the individual managers in our organization have different skills. But, following our implementation of a(n) ___________ approach, our management has been much more successful, consistent, and efficient in decision making—including for issues that are nonroutine and unpredictable. Much of the variability has been successfully eliminated."

 

______ managers are lower-level managers who supervise the operational activities of an organization.

 

Why was Frederick Taylor's principle of the piecerate system beneficial to workers and managers?

 

______________ is one of the key elements that makes the current business landscape different from those of the past.

 

The ______________ approach to management has been used in a limited manner because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.

 

1.       The best managers prioritize efficiency over effectiveness. 


True    False

 

2.       The four fundamental management principles include analyzing current situation, determining objectives, choosing corporate and business strategies, and determining the resources needed to achieve the organization’s goals.

 
True    False

 

3.       Top-level managers are also called tactical managers since they must translate the general goals into specific objectives and activities.

 
True    False

 

4.       A team leader’s job is less challenging than frontline and other types of managers’ jobs because team leaders always have direct control over team members.

 
True    False

 

5.       As managers rise through an organization, they will probably rely less on their technical skills. 


True    False

 

6.       Lower-level managers who possess technical skills tend to earn less credibility from their subordinates than comparable managers without technical know-how.

 
True    False

 

7.       The five key elements that make the current business environment different from those of the past include globalization, technological change, the importance of knowledge and ideas, collaboration across organizational boundaries, and an increasingly diverse labor force. 


True    False

 

8.       Social capital is the goodwill stemming from your social relationships. 


True    False

 

9.       The most important innovation is always the product itself and not the way it is delivered. 


True    False

 

10.    The fundamental success drivers for an organization are product delivery time and risk aversion.

 
True    False

 

11.    Which of the following best describes management? 


A. the method of executing, responding, and delivering results in a fast and timely manner
B. the process of working with people and resources to accomplish organizational goals
C. the technique of keeping costs low enough so the company can realize profits and price its products at levels that are attractive to consumers
D. the introduction of new goods and services
E. the method of creating goodwill through social relationships

 

12.    Planning involves which of the following? 


A. analyzing current situations
B. monitoring performance
C. attracting people to the organization
D. motivating employees
E. implementing necessary changes

 

13.    _____ is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals. 


A. Staffing
B. Leading
C. Organizing
D. Planning
E. Controlling

 

14.    Synthesis Inc. periodically reviews the goals of the company. During the process, the managers of the company analyze their current strategies as compared to their competitors’ strategies, determine goals that they will pursue, and decide upon specific actions for each area of the company to take in pursuit of these goals. With these actions, the managers are engaged in the management function of 


A. organizing.
B. planning.
C. goal coordination.
D. controlling.
E. leading.

 

15.    Archer Inc. recently embarked on an effort to increase coordination and cooperation within the company. During the process, the managers of the organization reviewed and specified job responsibilities, grouped jobs into work units, and reallocated resources within the company. The managers were exercising the management function of 


A. planning.
B. organizing.
C. leading.
D. controlling.
E. budgeting.

 

16.    _____ is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals. 


A. Controlling
B. Planning
C. Organizing
D. Leading
E. Quantifying

 

17.    Building a dynamic organization is the goal of which function of management? 


A. planning
B. organizing
C. leading
D. controlling
E. staffing

 

18.    What will be the result when managers use new forms of organizing? 


A. They will build organizations that are flexible and adaptive.
B. They will create an organization chart by identifying business functions.
C. They will specify the goals to be achieved and decide in advance the appropriate actions needed to achieve those goals.
D. They will establish a top-down approach where top executives establish business plans and tell others to implement them.
E. They will monitor performance and make necessary changes in a timely manner.

 

19.    As one of the key management functions, leading focuses on a manager's efforts to 


A. mobilize people to contribute their ideas.
B. build organizations that are flexible and adaptive.
C. make sure goals are met.
D. identify opportunities for sustainable advantage.
E. build a dynamic organization.

 

20.    _______ is a manager's ability to stimulate people to be high performers. 


A. Planning
B. Organizing
C. Leading
D. Controlling
E. Monitoring

 

21.    When Alex, the marketing manager of Hartwell Inc., realized that his plan to increase sales levels was not producing the results he desired, he took quick action to make necessary adjustments. According to this scenario, Alex was exercising the management function of 


A. planning.
B. organizing.
C. leading.
D. controlling.
E. communicating.

 

22.    _____ involves monitoring performance and making necessary changes. 


A. Budgeting
B. Planning
C. Organizing
D. Leading
E. Controlling

 

23.    Through careful monitoring of the financial budget of a firm, managers can detect potential problems in reaching their financial goals and take actions to reverse the problem. This is an example of the management function of 


A. planning.
B. controlling.
C. leading.
D. organizing.
E. budgeting.

 

24.    _________ are key management functions. 


A. Planning, organizing, leading, and controlling
B. Marketing, finance, accounting, and production
C. Planning, operations, labor, and contracting
D. Hiring, training, appraising, and firing
E. Marketing, management, finance, and accounting

 

25.    To be effective is to do all of the following except 


A. achieve goals with minimal waste.
B. make the best possible use of money.
C. achieve organizational goals.
D. make the best possible use of people.
E. have a clear focus on efficiency.

 

26.    DesignIt!, a fashion company, has plans to be the sales leader in women's fashion.  To achieve this goal the CEO has analyzed the current situation and determined objectives and resources.  What planning activities still need to be completed? 


A. anticipate the future, decide on actions, and choose a business strategy
B. solicit funders, market the company, and choose a business strategy
C. market the company, decide on actions, and anticipate the future
D. evaluate the competitors, solicit funders, anticipate the future
E. decide on actions, market the company, and solicit funders

 

27.    _______ is coordinating the human, financial, physical, informational, and other resources. 


A. Assembling
B. Organizing
C. Planning
D. Grouping
E. Controlling

 

28.    Leading involves 


A. creating an organization chart by identifying business functions.
B. establishing reporting relationships.
C. having a personnel department that administers plans, programs, and paperwork.
D. stimulating people to be high performers.
E. dealing directly with customers and clients.

 

29.    Controlling helps 


A. monitor performance and implement necessary changes.
B. create an organization chart by identifying business functions.
C. establish reporting relationships.
D. stimulate people to be high performers.
E. determine department goals.

 

30.    To become an effective manager, one should choose _____ of the four management functions and commit one hundred percent. 


A. only one
B. at least two
C. between one and three
D. all
E. none

 

31. Which of the following is a result of controlling?

A. Managers assemble and coordinate the human, financial, physical, informational, and other resources needed to achieve goals.

B. Managers analyze current situations, anticipate the future, determine objectives, and decide on what types of activities in which the company will engage.

C. Managers make sure the organization's resources are being used as planned and that the organization is meeting its goals for quality and safety.

D. Managers motivate workers to come to work and execute top management's plans by doing their jobs.

E. Managers create an organization chart by identifying business functions and establishing reporting relationships.

 

 

31.    ________ are senior executives responsible for the overall management and effectiveness of an organization. 


A. Long-term managers
B. Middle managers
C. Strategic managers
D. Tactical managers
E. Short-run managers

 

32.    The four levels of managers found in large organizations are 


A. international, national, regional, and local.
B. marketing, accounting, human resource, and finance.
C. technical, functional, departmental, and organizational.
D. planning, coordinating, controlling, and executing.
E. top-level, middle-level, frontline, and team leader.

 

33.    Top-level managers focus on 


A. the long-term survival of an organization.
B. translating goals and objectives into specific activities.
C. managing frontline managers.
D. supervising nonmanagement employees.
E. initiating new daily activities.

 

34.    _____ managers are typically concerned with the interaction between an organization and its external environment. 


A. Regional
B. Top-level
C. Middle-level
D. Frontline
E. Functional

 

35.    CEO, president, COO, and vice president are all titles typical of which level of management? 


A. strategic level
B. tactical level
C. operational level
D. functional level
E. regional level

 

37. Which type of manager is responsible for translating the general goals and plans developed for an organization into more specific activities? 


A. operational managers
B. functional managers
C. activities managers
D. strategic managers
E. tactical managers

 

38. Middle-level managers are often referred to as ______ managers. 


A. activities 
B. tactical 
C. functional 
D. operational 
E. strategic 

 

39. As a manager at Carrel Corp., Derek spends much of his time coaching young managers and making sure that any required information reaches all the branches for them to be successful. Derek would best be described as a(n) 


A. frontline manager.
B. tactical manager.
C. operational manager.
D. top-level manager.
E. institutional controller.

 

40. ______ are lower-level managers who supervise the operational activities of an organization. 


A. Frontline managers
B. General managers
C. Team managers
D. Tactical managers
E. Strategic managers

 

41. Managers responsible for supervising the operations of an organization are referred to as ________ managers. 


A. strategic 
B. functional 
C. supervisory 
D. operational 
E. tactical 

 

42. Operational managers play a crucial role in an organization because they 


A. provide the link between management and nonmanagement personnel.
B. are responsible for translating the general goals developed by strategic managers into more specific objectives and activities.
C. are responsible for facilitating successful team performance.
D. give feedback on the performance of the top management.
E. contribute direction and strategy to the organization.

 

43. One of Harry’s primary activities in his career as a supervisor at Thomson Bird Food Inc. is working with his middle-manager, Ben, to introduce new growth opportunities in the business (such as expanding into exotic bird foods) and help the people who actually manufacture the food. Harry is most likely a(n) 


A. frontline manager.
B. tactical manager.
C. strategic manager.
D. top-level manager.
E. administrative controller.

 

44. Titles such as foreman, sales manager, shift manager, or supervisor typically belong to managers at what level? 


A. strategic
B. middle
C. top
D. operational
E. tactical

 

45. In smaller entrepreneurial firms and even in more adaptive larger firms, managers 


A. are no longer utilized.
B. rely more heavily on technical skills.
C. focus primarily on hierarchy.
D. have strategic, tactical, and operational responsibilities.
E. focus on internal operations only.

 

46. Identify the manager's role that involves searching for new business opportunities and initiating new projects to create change.

 
A. leader
B. figurehead
C. entrepreneur
D. resource allocator
E. monitor

 

47. Which of the following manager's roles involves communicating on behalf of the organization? 


A. disseminator
B. spokesperson
C. liaison
D. figurehead
E. disturbance handler

 

48. Which of the following managerial roles is a decisional role? 


A. spokesperson
B. liaison
C. leader
D. negotiator
E. monitor

 

49. The president of Sigma Corp. attended the inauguration of a customer's new office complex. Which of the following manager's roles was the president playing in this situation? 


A. leader
B. liaison
C. figurehead
D. spokesperson
E. resource allocator

 

50. When a customer service manager works to defuse a situation with an irate customer, which managerial role is he or she taking on? 


A. liaison
B. disturbance handler
C. negotiator
D. resource allocator
E. leader

 

51. Pharrell, a project manager, determines the number of employees to be assigned for a certain project. Identify the managerial role being implemented by Pharrell. 


A. liaison
B. disturbance handler
C. negotiator
D. resource allocator
E. leader

 

52. Which of the following managerial roles involves maintaining a network of outside contacts and alliances that provide information and favors?

 
A. spokesperson
B. liaison
C. leader
D. negotiator
E. monitor

 

53. Frontline managers often have titles such as 


A. supervisor or sales manager.
B. senior executive.
C. team leader.
D. tactical manager.
E. strategic manager.

 

54. The need for interpersonal and communication skills  


A. fades as a manager moves from the lower levels of an organization into the upper management arena.
B. fades as a manager moves from the upper management arena to the lower levels of an organization.
C. is important at every level of management.
D. fades at the bottom. 
E. is important at the bottom only.

 

55. A(n) _____ skill is the ability to perform a specialized task that involves a certain method or process. 


A. conceptual
B. professional
C. interpersonal
D. communication
E. technical

 

56. Which of the following represent skills that are crucial to managers?

 
A. selling and public relations, conceptual and decision, and professional
B. technical, interpersonal and communication, and conceptual and decision
C. professional, technical, and selling and public relations
D. conceptual and decision, professional, and technical
E. professional, technical, and conceptual and decision

 

57. Using a particular software program at an expert level, compilation of an accounting statement, and writing advertising copy are all examples of which type of skill? 


A. technical
B. public relations
C. communicative
D. interpersonal
E. quantitative

 

58. Managers will utilize _____ skills with increasing frequency as they rise within an organization. 


A. conceptual and decision
B. informational
C. technical
D. professional
E. negotiation

 

59. The senior managers at Argonia Studios Inc. recognized a lack of employee enthusiasm about the new website. In fact there was a fair amount of infighting and accusations of who was responsible for the layout, given that the firm is considered to be highly competent in design and production. Karen, a manager, got the team together and engaged them in a lively discussion to determine how to change the website so that it reflected more of Argonia’s unique design ability. As the meeting wound down, each team member volunteered to take on a part of the project to fix the site. The ability to identify this problem and resolve it is an effective use of _____ skills.

 
A. conceptual and decision
B. informational
C. technical
D. professional
E. negotiation

 

60. _____ skills influence a manager's ability to work well with people. 


A. Decisional
B. Technical
C. Interpersonal
D. Professional
E. Conceptual

 

61. Listening to employee suggestions, gaining support for organizational objectives, and fostering an atmosphere of teamwork are all considered _____ skills.

 
A. technical 
B. interpersonal and communication 
C. diagnostic 
D. professional 
E. conceptual 

 

62. Which of the following statements exemplifies the importance of managerial skills? 


A. Obtaining high performance from people in the organization is easy because of the authority managers will continue to have over knowledge workers.
B. Technical skills are most important after becoming a top-level manager.
C. The importance of managerial skills is consistent across all managerial levels.
D. Conceptual and decision skills become less important than technical skills as a manager rises higher in the company.
E. Interpersonal skills are important throughout a manager's career, at every level of management.

 

63. _____ is the set of skills composed of understanding oneself, managing oneself, and dealing effectively with others. 


A. Self-reliance
B. Social capital
C. Emotional intelligence
D. Career management
E. Social management

 

64. Which of the following is a component of emotional intelligence? 


A. an individual making good decisions
B. an individual dealing with power plays made by others
C. an individual understanding the shortcomings of those people he or she works with
D. an individual advising others how to stay happy at work
E. an individual helping others understand that he or she is correct

 

65. Which of these is the right skill set of emotional intelligence? 


A. encouraging coercion among employees
B. showing empathy
C. advising others how to stay happy at work
D. maintaining the status quo
E. avoiding constructive criticism

 

66. 

Which of the following scenarios does not demonstrate an emotional intelligence skill?

 
A. Kevin knows that he has exceptional skills with numbers, but could use improvement in his communication skills.
B. Shelia had a difficult time getting to work this morning, and when presented with a frustrating situation with her assistant, took a deep breath and separated her difficult morning from the situation at hand.
C. Jamal’s sales manager Fred has not been performing at his usual best. Jamal arranges a private meeting with Fred to ask Fred how he is doing and to find out if anything is wrong in Fred’s personal life.
D. Shinichi is focused on the sales manager’s attitude at work and and spends his evenings thinking about how he can change the manager's outlook. 
E. Ajit had a terrible drive in to work. There was construction on the road and the lanes were reduced. This made him late for a very important meeting. After parking, he listened to one more song on the radio and refocused.

 

67. Emotional intelligence involves the skills of all of the following  except 


A. understanding oneself.
B. managing oneself.
C. working effectively with others.
D. knowing others strengths and limitations.
E. making good decisions.

 

68. Which of the following examples illustrates a manager with emotional intelligence? 


A. Amanda can maintain the status quo.
B. Christina can identify her team members’ strengths and weaknesses.
C. Nina can exercise self-control.
D. Vivian has the ability to manage his followers’ reactions.
E. Sally has the ability to ignore constructive criticism.

 

69. Which of the following is one of the key elements that makes the current business landscape different from those of the past? 


A. centralization
B. technological change
C. quality
D. cost competitiveness
E. speed

 

70. Which of the following statements is true of globalization? 


A. It fails to involve smaller firms.
B. It encourages the maintenance of the status quo.
C. It does not create threats to anybody.
D. It does not allow employees to provide services although most economies have become very efficient at producing physical goods.
E. It represents that a company’s talent can come from anywhere.

 

71. Which of the following statements about the Internet is true? 


A. The Internet always makes things easier.
B. The Internet is a virtual marketplace and speeds up globalization.
C. The Internet's impact is felt only at the level of businesses as a whole and not by individual employees.
D. The Internet does not create threats as competitors capitalize on new developments.
E. The Internet compels people to respond to e-mail messages immediately.

 

72. ______ is the goodwill stemming from social relationships.

 
A. Social empathy
B. Social capital
C. Emotional intelligence
D. Emotional capital
E. Empathetic goodwill

 

73. _____ is the set of practices aimed at discovering and harnessing an organization's intellectual resources, fully utilizing the intellects of the organization's people. 


A. Knowledge management
B. Collaboration
C. Innovation
D. Service management
E. Communication management

 

74. Which of the following statements about collaboration is true? 


A. Collaboration occurs only within the boundaries of an organization.
B. It is unrealistic to think that a company can collaborate with its customers.
C. Disclosing one’s plans by collaborating with the potential investors of a firm is not a good idea.
D. Collaboration is an important process of knowledge management.
E. Collaborating with people outside an organization is impossible because of the risk of disclosing trade secrets.

 

75. Technology both complicates things and creates new opportunities. The challenges come from 


A. the rapid rate at which communication occurs.
B. the lack of transportation.
C. inaccurate information.
D. unchanging technologies.
E. the limit on new opportunities.

 

76. As stated in th etext, all of the following statements are effects of the rise of the Internet, except 


A. Managers are now mobile and able to be connected 24 hours a day, 7 days a week.
B. The Internet fulfills many business functions.
C. The rate of globablization has sped up, allowing managers to see what competitors are doing worldwide.
D. It eases the tensions in the work-life area because it allows managers to work from home, or even on vacation.
E. The Internet spurs the innovation of new products, such as smartphones and online banking services.

 

77. Knowledge management is a set of practices aimed at 


A. discovering the competition's intellectual resources.
B. harnessing the competition's intellectual resources.
C. harnessing their own organization's intellectual resources.
D. utilizing the intellects of the other organization's people.
E. implementing organizational changes.

 

78. As the success of modern business so often depends on the knowledge used for innovation and the delivery of services, organizations need to manage that 


A. knowledge.
B. success.
C. resource.
D. innovation.
E. communication.

 

79. Collaboration can occur 


A. between but not within organizations.
B. within but not outside the organization.
C. outside the organization only.
D. inside the organization.
E. close to the organization.

 

80. Creating outstanding products and services can start with involving _____ in company decisions. 


A. customers
B. executives
C. managers
D. employees
E. owners

 

81. _____ is the introduction of new goods and services. 


A. Collaboration
B. Standardization
C. Innovation
D. Adaptation
E. Saturation

 

82. _____ is the excellence of your product. 


A. Innovation
B. Quality
C. Quantity
D. Centralization
E. Customization

 

83. Which of the following refers to service? 


A. the speed and dependability with which an organization delivers what customers want
B. the technique of keeping costs low to achieve profits and to be able to offer prices that are attractive to consumers
C. the practice aimed at discovering and harnessing an organization’s intellectual resources
D. the technique of establishing goodwill through social relationships
E. the skill of understanding oneself, managing oneself, and dealing effectively with others

 

84. Which of the following statements is true of quality? 


A. It can be measured in terms of product performance, customer service, and reliability.
B. It cannot be improved continuously.
C. It refers to keeping costs low enough so the company can realize profits and price its products at levels that are attractive to consumers.
D. It refers to goodwill stemming from one’s social relationships.
E. It is described as rapid execution, response, and delivery of results.

 

85. Cost competitiveness means that one


A. sacrifices quality to keep costs low.
B. carefully monitors costs mainly during the setting up of business.
C. prices his or her products or services at a level attractive to consumers.
D. manages his or her costs by maintaining the status quo.
E. offers a high quality product at a higher price.

 

86. Which of the following statements about the sources of competitive advantage is true?

 
A. The best managers and companies deliver all five competitive advantages.
B. Managing the sources of competitive advantage is a zero-sum game where one source improves at the expense of the other.
C. It is possible to compete without cutting costs and offering attractive prices.
D. Outsourcing certain functions is likely to decrease innovation.
E. The faster the product is provided the more innovation suffers.

 

87. ________ is keeping costs low enough to achieve profits while pricing products at levels that are attractive to consumers.


A. Price control
B. Margin maximization
C. Total quality control
D. Cost competitiveness
E. Workforce efficiency

 

88. Innovation is the introduction of 


A. new goods and services.
B. excellence of your product or service.
C. prevention of defects.
D. design of products.
E. budgetary decisions.

 

89. Innovation is a strategic goal in organizations because 


A. it does not come from people.
B. it comes from people.
C. it does not give a competitive advantage.
D. it cannot be managed properly.
E. it exists in a vacuum.

 

90. Because products ________, a firm must adapt to new competitors and to consumer demands. 


A.  will sell forever
B. do not sell forever
C. that are made well last forever
D. with name brands are the only ones to sell forever
E. that are tried and true are the best sellers

 

91. Quality is the excellence of one's product, and this includes all of the following except 


A. lack of defects in the goods of a company.
B. reliability of the services.
C. short-term dependability of the company.
D. attractiveness of a product.
E. zero defects.

 

92. Total quality includes all of the following except 


A. preventing defects before they occur.
B. achieving zero defects in manufacturing.
C. designing products for quality.
D. solving defect issues after they occur.
E. unattractiveness of the product.

 

93. When shopping for goods and services, customers weigh their options and purchase based on  


A. the cheapest cost.
B. the availability of the item.
C. the physical goods and the quality of services.
D. the desire to have the goods or services.
E. the rating on Angie's list or Yelp.

 

94. A dimension of service quality includes 


A. making it easy and enjoyable for customers to experience a service.
B. occasionally meeting the needs of customers.
C. establishing short-term relationships.
D. giving customers what they want when the company wants.
E. measuring product performance.

 

95. _________ often separates the winners from the losers in business. 


A. Service
B. Quality
C. Speed
D. Technology
E. People

 

96. Cost competitiveness means pricing a firm's products 


A. lower than all competitors' products.
B. higher than all competitors' products.
C. equal to all competitors' products.
D. low enough to profit.
E.  high enough to make the investors happy.

 

97. Which of the following explains the management function of leading? 


A. mobilizing people to engage fully in their work
B. inspiring people to contribute their ideas
C. mobilizing and inspiring people to engage fully in their work and contributing their ideas
D. motivating workers to come to work and execute top management's plans
E. analyzing day-to-day situations and involving workers in all decisions.

 

98. Which of the following roles serves as the spokesperson and champion for a work group dealing with external stakeholders?

 
A. tactical manager
B. team leader
C. top-level manager
D. resource allocator
E. senior executive

 

99. If innovation is the introduction of new goods and services, then quality is 


A. the development of the one's products or service.
B. the excellence of one's products or service.
C. the response to consumers.
D. the marketing of new goods.
E. the description of the products or services.

 

  Assume that you are interviewing the CEO of a large company. The CEO is telling you about his or her job as a manager and his or her daily routine. Using the descriptions below, which function of management is the CEO most likely describing in each of the examples. 

  

100. “Every six months or so, my senior management team and I meet to discuss the goals that will be achieved over the next year, three years, and beyond. We then make sure we are clear on who will take responsibility to see that appropriate actions are undertaken to achieve our goals within the time frame we set.” 


A. planning
B. organizing
C. leading
D. controlling
E. decision making

 

101. “Recently, I spent a great deal of time looking at how to define jobs and group jobs together to most efficiently utilize the employees in those jobs. Otherwise, my focus is more toward financial resources.”

 
A. planning
B. organizing
C. leading
D. controlling
E. decision making

 

102. “My days are filled with monitoring to see if we are meeting our goals, wondering if things are going as we planned, and making adjustments where needed.” 


A. planning
B. organizing
C. leading
D. controlling
E. decision making

 

103. “My job, for some part of each day, is to empower our employees to think of things in new and different ways, not just come to work and complete the tasks on a list.” 


A. planning
B. organizing
C. leading
D. controlling
E. decision making

 

 As a management researcher, you are studying management behaviors and the roles that managers play. Your field work takes you to Partridge Inc., an apparel retailer in your university's city, to observe the manager for a day. At the end of the day, there are three events that really caught your attention. First, at an early meeting with the employees of Partridge, the manager notified the employees of a pending layoff. This news was met with a great deal of anxiety on the part of the employees even though the manager was as kind as she could be when delivering the news. One employee reacted very angrily and became so disruptive that the manager had to call the local police to have her escorted out of the shop. Later in the day, the manager made a call to a supplier to find out if anything "new and interesting" was going on in the apparel industry. Finally, after work, the manager left to attend an employee's wedding. 

 

 

104. When the manager notifies the employees of the pending layoff, which of the managerial roles is the manager of Partridge performing?

 
A. leader
B. liaison
C. disseminator
D. spokesperson
E. disturbance handler

 

105. When the manager deals with the angry employee, which of the managerial roles is the manager of Partridge performing? 


A. monitor
B. negotiator
C. disturbance handler
D. resource allocator
E. liaison

 

106. When the manager attends the employee's wedding, which of the managerial roles is the manager of Partridge performing?

 
A. liaison
B. figurehead
C. spokesperson
D. entrepreneur
E. disturbance handler

 

 Venus Inc. is a new brand of organic clothing recently introduced throughout the world. The company is unique in that it has collaborated with its suppliers and potential customers to bring the clothing to market. The concept has been a huge success as the idea of sustainability is becoming very popular especially in developed countries. The quick growth in sales has led Melissa and Joanna, the company’s founders, to look to your consulting company for help in assuring the future success of the company. 

 

107. Melissa and Joanna have always focused on being efficient managers. What is the best advice you should give them, given the quick success they have had with Venus and the information provided in the scenario?

 
A. Efficiency is the only key to their continued success.
B. Now it is time for them to consider only effectiveness, since they clearly have efficiency under control and this is not likely to change in the future.
C. To continue their success, they should maintain a clear focus on both effectiveness and efficiency, especially while their company is experiencing such a high growth in sales.
D. They should maintain the status quo without implementing any changes in order to continue making quick sales.
E. As top-level managers, the best action plan for them is to carefully design the new items to assure these items are well accepted by the target consumers.

 

108. As the founders of the company, Melissa and Joanna are best described as ______ managers. 


A. tactical 
B. strategic 
C. middle
D. external 
E. internal 

 

109. When hiring people who are beginning their management career and who will join Venus as entry-level supervisors to oversee the design and production of their clothing lines, Melissa and Joanna should look primarily for which type of skills in these managers? 


A. conceptual and decision skills
B. selling skills
C. language fluency
D. technical skills
E. negotiating skills

 

110. Melissa and Joanna want to maintain a strong competitive advantage in the organic clothing industry. They have had meetings with you and have decided to maintain their current direction of continuing to produce new items targeted at new markets, such as children's clothing, in addition to the women's clothing items that were originally designed and produced by the company. Given the information in this scenario, which of the fundamental success drivers are they most likely using? 


A. planning
B. innovation
C. quality
D. organizing
E. cost competitiveness

 


 

 

1.
In the context of the origins of management, Wu Qi, a Chinese general, discussed the importance of planning and leading in his book The Art of War.  
 
True    False
 

2.
Around AD 1436, the Sumerians standardized production through the use of an assembly line, building warehouses and using an inventory system to monitor the contents.  
 
True    False
 

3.
In the context of the origins of management, throughout history, most managers operated by a trial-and-error basis.  
 
True    False
 

4.
In the context of the origins of management, the emergence of the Hawthorne Effect drove managers to strive for further growth.  
 
True    False
 

5.
The opportunities for mass production created by the industrial revolution spawned intense and systematic thought about management problems and issues.  
 
True    False
 

6.
Toward the end of the industrial revolution, bureaucracy emerged as a formal discipline.  
 
True    False
 

7.
The evolution of management thought is divided into two major sections: classical approaches and contemporary approaches.  
 
True    False
 

8.
In the context of the classical approaches to management, the systematic management approach led to widespread production efficiency.  
 
True    False
 

9.
Scientific management emphasized internal operations because managers were concerned primarily with meeting the explosive growth in demand brought about by the industrial revolution.  
 
True    False
 

10.
Adam Smith introduced the scientific management approach in response to the failure of systematic management to bring about widespread production efficiency.  
 
True    False
 

11.
In the context of scientific management, a key element of Frederick Taylor’s approach was the principle of esprit de corps, that refers to promoting a unity of interests between employees and management.  
 
True    False
 

12.
In the context of scientific management, Lillian Gilbreth focused on the human side of management and was interested in how job satisfaction motivated employees.  
 
True    False
 

13.
According to Max Weber, bureaucratic positions foster specialized skills, eliminating many subjective judgments by managers.  
 
True    False
 

14.
One of the fourteen principles of management identified by Henri Fayol was the subordination of individual interest to the general interest.  
 
True    False
 

15.
In the context of the human relations approach to management, Abraham Maslow argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.  
 
True    False
 

16.
The human relations approach to management ignored the more rational side of the worker and the important characteristics of the formal organization.  
 
True    False
 

17.
In the context of contemporary approaches to management, sociotechnical systems theory helps a manager make a decision by developing formal mathematical models of the problem.  
 
True    False
 

18.
In the context of contemporary approaches to management, research on sociotechnical systems theory was a precursor to the total quality management (TQM) movement.  
 
True    False
 

19.
In the context of contemporary approaches to management, managers do not rely on the methods of quantitative management as the primary approach to decision making.  
 
True    False
 

20.
In the context of contemporary approaches to management, many aspects of a management decision cannot be expressed through mathematical symbols and formulas.  
 
True    False
 

21.
In the context of Douglas McGregor’s Theory X and Theory Y, an important implication for managers who subscribe to Theory X subscribe to Theory X is known as a contingency.  
 
True    False
 

22.
According to the contingency perspective, there is only “one best way” to manage and organize.  
 
True    False
 

23.
Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.  
 
True    False
 

24.
In the context of modern contributors, Jim Collins discovered that “level 5 leaders” often leave enduring legacies without drawing a lot of attention to themselves.  
 
True    False
 

25.
Peter Drucker, a respected management guru, was the first person to discuss “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.  
 
True    False
 

26.
The book In Search of Excellence discussed how a leader’s success hinges on balancing between personal and professional effectiveness.  
 
True    False
 

27.
Christopher A. Bartlett championed several ideas that continue to be influential to this day, including decentralization, employees as assets, corporation as a human community, and the importance of knowledge workers in the new information economy.  
 
True    False
 

28.
Peter Senge of MIT Sloan School of Management founded the “Society of Organizational Learning.”  
 
True    False
 

29.
If one does not anticipate change and adapt to it, one’s firm will not thrive in a competitive business world.  
 
True    False
 

30.
Change continually creates both new opportunities and new demands for lowering costs and for achieving greater innovation, quality, and speed.  
 
True    False
 

 


Multiple Choice Questions
 

31.
In 1776, _____ discussed control and the principle of specialization with regard to manufacturing workers.  
 



A. 
Douglas McGregor 
 

B. 
Max Weber 
 

C. 
Frederick Taylor 
 

D. 
Abraham Maslow 
 

E. 
Adam Smith 
 
 

32.
_____ refer(s) to reductions in the average cost of a unit of production as the total volume produces increases.  
 



A. 
Sociotechnical systems 
 

B. 
Bureaucracy 
 

C. 
Systematic management 
 

D. 
Economies of scale 
 

E. 
Quantitative management 
 
 

33.
_____, one of the first university programs to offer management and business education, was founded in the late 19th century.  
 



A. 
Harvard Business School at Harvard University 
 

B. 
The Wharton School at the University of Pennsylvania 
 

C. 
Stanford Graduate School of Business at Stanford University 
 

D. 
MIT Sloan School of Management at the Massachusetts Institute of Technology 
 

E. 
Kellogg School of Management at Northwestern University 
 
 

34.
_____ is a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.  
 



A. 
Scientific management 
 

B. 
Administrative management 
 

C. 
Systematic management 
 

D. 
Human relations 
 

E. 
Bureaucracy 
 
 

35.
_____ introduced the scientific management approach that advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.  
 



A. 
Frederick Taylor 
 

B. 
Henry L. Gantt 
 

C. 
Lillian M. Gilbreth 
 

D. 
Max Weber 
 

E. 
Henri Fayol 
 
 

36.
In the context of scientific management, which of the following is true of Frederick Taylor’s contributions?  
 



A. 
Taylor believed that supervisors would be motivated to provide training to underperforming workers. 
 

B. 
Taylor created the Gantt chart, which helps managers plan projects by task and time to complete those tasks. 
 

C. 
Taylor developed a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder. 
 

D. 
Taylor eventually focused less on the technical and more on the human side of management. 
 

E. 
Taylor advocated the use of the differential piecerate system. 
 
 

37.
In the context of scientific management, critics claimed that:  
 



A. 
organizations that need rapid decision making and flexibility may suffer with this approach. 
 

B. 
managers may ignore appropriate rules and regulations. 
 

C. 
managers were not trained to apply the principles of the theory. 
 

D. 
too much authority may be vested in too few people. 
 

E. 
it did not help managers deal with broader external issues such as government regulations. 
 
 

38.
In the context of classical approaches to management, _____ believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.  
 



A. 
Peter Drucker 
 

B. 
Henri Fayol 
 

C. 
Mary Follett 
 

D. 
Lillian Gilbreth 
 

E. 
Max Weber 
 
 

39.
Which of the following is a drawback of the bureaucratic approach to management?  
 



A. 
Production tasks were reduced to machine-like movements that led to boredom. 
 

B. 
The approach did not help managers deal with competitors and government regulations. 
 

C. 
Some people did not perform their best with excessive rules and regulations. 
 

D. 
The approach emphasized only money as a worker incentive. 
 

E. 
Management decisions were unsystematic. 
 
 

40.
In the context of Henri Fayol’s 14 principles of management, _____ refers to promoting a unity of interests between employees and management.  
 



A. 
initiative 
 

B. 
esprit de corps 
 

C. 
centralization 
 

D. 
subordination 
 

E. 
stability 
 
 

41.
In the context of administrative management, _____ wrote the book Dynamic Administration, which emphasized the continually changing situations that managers face.  
 



A. 
Lillian Gilbreth 
 

B. 
Adam Smith 
 

C. 
Henri Fayol 
 

D. 
Max Weber 
 

E. 
Mary Parker Follett 
 
 

42.
Which of the following is one of Henri Fayol’s 14 principles of management?  
 



A. 
Qualifications 
 

B. 
Ownership 
 

C. 
Rules and controls 
 

D. 
Scalar chain 
 

E. 
Adaptation 
 
 

43.
Which of the following is one of the five functions of management as identified by Henri Fayol?  
 



A. 
Commanding 
 

B. 
Adapting 
 

C. 
Rewarding 
 

D. 
Recognizing 
 

E. 
Advancing 
 
 

44.
Who contributed two key principles—the notion that managers desire flexibility and the differences between motivating groups and individuals—to administrative management?  
 



A. 
Lillian Gilbreth 
 

B. 
Chester Barnard 
 

C. 
Mary Parker Follett 
 

D. 
Henri Fayol 
 

E. 
Frederick Taylor 
 
 

45.
In the context of classical approaches to management, the _____ approach aimed at understanding how psychological and social processes interact with the work situation to influence performance.  
 



A. 
scientific management 
 

B. 
systematic management 
 

C. 
administrative management 
 

D. 
human relations 
 

E. 
bureaucracy 
 
 

46.
The _____ were a series of experiments conducted from 1924 to 1932 to investigate the influence of physical working conditions on workers’ productivity and efficiency.  
 



A. 
Michigan Leadership Studies 
 

B. 
Johari Window 
 

C. 
Hawthorne Studies 
 

D. 
Forming-Storming Model 
 

E. 
Hierarchy of Needs 
 
 

47.
In the context of the human relations approach to management, after conducting the four stages of the _____, Mayo and his team eventually concluded that productivity and employee behavior were influenced by the informal work group.  
 



A. 
Hawthorne Studies 
 

B. 
Michigan Leadership Studies 
 

C. 
Blake and Mouton Managerial Grid 
 

D. 
Johari Window 
 

E. 
Novelty Studies 
 
 

48.
In the context of classical approaches to management, proponents of the ____ approach argued that managers should stress primarily employee welfare, motivation, and communication.  
 



A. 
scientific management 
 

B. 
systematic management 
 

C. 
human relations 
 

D. 
administrative management 
 

E. 
bureaucracy 
 
 

49.
In the context of classical approaches to management, which of the following is a principle of the human relations approach?  
 



A. 
Scientific methods should be applied to analyze work. 
 

B. 
Social needs have precedence over economic needs. 
 

C. 
Management should cooperate with workers to ensure that jobs match plans. 
 

D. 
Wasteful movements can be identified and removed to increase productivity. 
 

E. 
Management is a profession and can be taught. 
 
 

50.
Which classical approach to management advocates that management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization?  
 



A. 
Systematic management 
 

B. 
Scientific management 
 

C. 
Bureaucracy 
 

D. 
Administrative management 
 

E. 
Human relations 
 
 

51.
Which of the following is true of Abraham Maslow’s contribution to the field of human relations?  
 



A. 
He emphasized maintenance of inventories to meet consumer demand. 
 

B. 
He was concerned with meeting the explosive growth in demand brought about by the industrial revolution. 
 

C. 
He suggested that humans have five levels of needs. 
 

D. 
He concluded that management decisions were unsystematic. 
 

E. 
He advocated the application of scientific methods to analyze work. 
 
 

52.
According to Abraham Maslow, the most advanced human need is for:  
 



A. 
esteem. 
 

B. 
love or belonging. 
 

C. 
self-actualization. 
 

D. 
safety. 
 

E. 
the body. 
 
 

53.
Abraham Maslow suggested that the most basic human need(s) is/are the:  
 



A. 
physical needs. 
 

B. 
safety needs. 
 

C. 
need for personal fulfillment. 
 

D. 
need for love and belonging. 
 

E. 
need for esteem. 
 
 

54.
In the context of the human relations approach to management, _____ argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.  
 



A. 
Elton Mayo 
 

B. 
William Procter 
 

C. 
Frederick Taylor 
 

D. 
Abraham Maslow 
 

E. 
Fritz Roethlisberger 
 
 

55.
In the context of classical approaches to management, _____ suggested that managers can facilitate the process of moving to higher-level needs after satisfaction of lower-level needs, and achieve organizational goals by removing obstacles and encouraging behaviors that satisfy people’s needs and organizational goals simultaneously.  
 



A. 
Henri Fayol 
 

B. 
Abraham Maslow 
 

C. 
Elton Mayo 
 

D. 
Fritz Roethlisberger 
 

E. 
Mary Parker Follett 
 
 

56.
Which of the following is a criticism of the human relations approach to management?  
 



A. 
Too much authority may be vested in too few people. 
 

B. 
Managers may ignore appropriate rules and regulations. 
 

C. 
The important characteristics of the formal organization are ignored. 
 

D. 
Procedures may become the ends rather than the means. 
 

E. 
Production tasks are reduced to a set of routine procedures that lead to quality control problems. 
 
 

57.
In the context of classical approaches to management, critics believed that one result of the _____ approach—a belief that a happy worker was a productive worker—was too simplistic.  
 



A. 
scientific management 
 

B. 
systematic management 
 

C. 
bureacratic 
 

D. 
human relations 
 

E. 
administrative management 
 
 

58.
In the context of classical approaches to management, the _____ approach was a significant step in the development of management thought because it prompted managers and researchers to consider the psychological and social factors that influence performance.  
 



A. 
systematic management 
 

B. 
administrative management 
 

C. 
bureaucratic 
 

D. 
scientific management 
 

E. 
human relations 
 
 

59.
Which of the following is a contemporary approach to management?  
 



A. 
Scientific management 
 

B. 
Human relations 
 

C. 
Administrative management 
 

D. 
Systematic management 
 

E. 
Quantitative management 
 
 

60.
In the context of contemporary approaches to management, the _____ theory was developed in the early 1950s by researchers from the London-based Tavistock Institute of Human Relations.  
 



A. 
contingency perspective 
 

B. 
quantitative management 
 

C. 
human relations 
 

D. 
sociotechnical systems 
 

E. 
organizational behavior 
 
 

61.
In the context of contemporary approaches to management, research on _____ promoted the use of teamwork and semiautonomous work groups as important factors for creating efficient production systems.  
 



A. 
organizational behavior 
 

B. 
quantitative management 
 

C. 
sociotechnical systems theory 
 

D. 
human relations 
 

E. 
administrative management 
 
 

62.
Which of the following is true of the sociotechnical systems theory?  
 



A. 
Most organizations did not adopt the sociotechnical systems theory for management problems until the 1940s and 1950s. 
 

B. 
It was the first major approach to emphasize informal work relationships and worker satisfaction. 
 

C. 
It was put into action in the late 1980s and 1990s when each of the large U.S. automakers created cooperative ventures with the major Japanese automakers. 
 

D. 
It emphasized the perspective of senior managers within the organization. 
 

E. 
It emphasized a structured, formal network of relationships among specialized positions in an organization. 
 
 

63.
In the context of contemporary approaches to management, managers may use _____ to compare alternatives and eliminate weaker options.  
 



A. 
quantitative management 
 

B. 
organizational behavior 
 

C. 
sociotechnical systems theory 
 

D. 
contingency perspective 
 

E. 
administrative management 
 
 

64.
Which of the following is an explanation that accounts for the limited use of quantitative management?  
 



A. 
It is difficult to discontinue the use of this process once it has been established. 
 

B. 
Many of the decisions managers face are nonroutine and unpredictable. 
 

C. 
Managers are oriented more toward things than toward people. 
 

D. 
Most managers are not aware of the pressing concerns of their job. 
 

E. 
Management decisions are unsystematic. 
 
 

65.
In the context of contemporary approaches to management, the use of _____ has been limited because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.  
 



A. 
organizational behavior 
 

B. 
systematic management 
 

C. 
quantitative management 
 

D. 
human relations 
 

E. 
administrative management 
 
 

66.
_____ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.  
 



A. 
Quantitative management 
 

B. 
Organizational behavior 
 

C. 
Systems theory 
 

D. 
Contingency perspective 
 

E. 
Sociotechnical systems theory 
 
 

67.
A manager assume workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals. Which of the following theories of management does the manager subscribe to?  
 



A. 
Theory X 
 

B. 
Sociotechnical systems 
 

C. 
Bureaucracy 
 

D. 
Human relations 
 

E. 
Systems theory 
 
 

68.
When a manager treats employees as lazy, unmotivated, and in need of tight supervision; then the employees eventually meet the manager’s expectations by acting that way. According to Douglas McGregor, this is known as a:  
 



A. 
contingency. 
 

B. 
an open system. 
 

C. 
physiological need. 
 

D. 
self-fulfilling prophecy. 
 

E. 
bureaucratic approach. 
 
 

69.
McGregor advocated a _____, suggesting that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance.  
 



A. 
bureaucratic approach 
 

B. 
Theory Y perspective 
 

C. 
Theory X perspective 
 

D. 
human relations approach 
 

E. 
contingency perspective 
 
 

70.
_____, a major organizational behaviorist, recommended greater autonomy and better jobs for workers.  
 



A. 
Rensis Likert 
 

B. 
Douglas McGregor 
 

C. 
Michael Porter 
 

D. 
Jim Collins 
 

E. 
Chris Argyris 
 
 

71.
In the context of organizational behavior, _____ stressed the value of participative management.  
 



A. 
Chris Argyris 
 

B. 
Adam Smith 
 

C. 
Henri Fayol 
 

D. 
Rensis Likert 
 

E. 
Peter Drucker 
 
 

72.
Which of the following is a criticism of the classical approaches to management?  
 



A. 
The relationship between the organization and its external environment is ignored. 
 

B. 
Most managers are not trained to use these techniques. 
 

C. 
Many aspects of a management decision cannot be expressed through mathematical symbols and formulas. 
 

D. 
Many of the decisions managers face are nonroutine and unpredictable. 
 

E. 
There is only “one best way” to manage and organize because circumstances vary. 
 
 

73.
In the context of the systems theory, human resources, capital, and raw material are examples of _____.  
 



A. 
contingencies 
 

B. 
inputs 
 

C. 
economies 
 

D. 
control systems 
 

E. 
outputs 
 
 

74.
The _____ refutes universal principles of management by stating that a variety of factors, both internal and external to the firm, may affect the organization’s performance.  
 



A. 
contingency perspective 
 

B. 
scientific management approach 
 

C. 
human relations approach 
 

D. 
organizational behavior approach 
 

E. 
sociotechnical systems theory 
 
 

75.
In the context of the systems theory, factors that determine the appropriateness of managerial actions are known as _____.  
 



A. 
systems 
 

B. 
resources 
 

C. 
tasks 
 

D. 
inventories 
 

E. 
contingencies 
 
 

76.
In the context of the systems theory, understanding _____ helps a manager know which sets of circumstances dictate which management actions.  
 



A. 
inputs 
 

B. 
physical needs 
 

C. 
economies 
 

D. 
contingencies 
 

E. 
outputs 
 
 

77.
The values, goals, skills, and attitudes of managers and workers in the organization are examples of _____. 
 



A. 
economies
 

B. 
outputs
 

C. 
physical needs
 

D. 
tasks
 

E. 
contingencies
 
 

78.
In the context of modern contributors, _____ discovered that great companies are managed by “level 5 leaders” who often display humility while simultaneously inspiring those in the organization to apply self-discipline and self-responsibility while pursuing high standards.  
 



A. 
Jim Collins 
 

B. 
Jack Welch 
 

C. 
Herb Kelleher 
 

D. 
Michael Porter 
 

E. 
Gary Hamel 
 
 

79.
The ex-CEO of General Electric, _____, is widely viewed as having mastered “all of the critical aspects of leadership: people, process, strategy and structure.”  
 



A. 
Jim Collins 
 

B. 
Jack Welch 
 

C. 
Gary Hamel 
 

D. 
Peter Drucker 
 

E. 
Peter Senge 
 
 

80.
Who is sometimes criticized for his controversial practices such as selling off underperforming divisions and forced rankings of employees by performance?  
 



A. 
Sam Walton 
 

B. 
Gary Hamel 
 

C. 
Jack Welch 
 

D. 
Herb Kelleher 
 

E. 
Jim Collins 
 
 

81.
Competitive Strategy: Creating and Sustaining Superior Performance is a book written by _____, a Professor at Harvard University, who is an influential expert on competitive strategy.  
 



A. 
Lou Gerstner 
 

B. 
Sam Walton 
 

C. 
Jack Welch 
 

D. 
Jim Collins 
 

E. 
Michael Porter 
 
 

82.
_____, Professor at Harvard University, has published an influential research article titled “The Five Competitive Forces That Shape Strategy.”  
 



A. 
Michael Porter 
 

B. 
Gary Hamel 
 

C. 
Sam Walton 
 

D. 
Jim Collins 
 

E. 
Peter Senge 
 
 

83.
_____, written by Gary Hamel, was selected by Amazon.com as the best business book of 2007.  
 



A. 
Managing Across Borders: The Transnational Solution 
 

B. 
In Search of Excellence 
 

C. 
The Fifth Dimension: The Art and Practice of the Learning Organization 
 

D. 
The Future of Management 
 

E. 
Good to Great 
 
 

84.
Which of the following is the title of an influential article published by Gary Hamel?  
 



A. 
“What is Strategy?” 
 

B. 
“The Core Competence of the Corporation” 
 

C. 
“The Five Competitive Forces That Shape Strategy” 
 

D. 
“The Competitive Advantage of Nations” 
 

E. 
“Strategy and the Internet” 
 
 

85.
In the context of modern contributors, one of the major contributions of _____ was the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.  
 



A. 
Gary Hamel 
 

B. 
Jim Collins 
 

C. 
Jack Welch 
 

D. 
Sam Walton 
 

E. 
Peter Drucker 
 
 

86.
In the context of modern contributors, _____ championed several ideas that continue to be influential to this day, including decentralization, employees as assets (not liabilities), corporation as a human community, and the importance of knowledge workers in the new information economy.  
 



A. 
Michael Porter 
 

B. 
Peter Drucker 
 

C. 
Sumatra Ghoshal 
 

D. 
Stephen Covey 
 

E. 
Thomas J. Peters 
 
 

87.
The book Managing Across Borders: The Transnational Solution written by _____ with coauthor Sumatra Ghoshal was named by the Financial Times as one of the 50 most influential business books of the 20th century.  
 



A. 
Christopher A. Bartlett 
 

B. 
Stephen Covey 
 

C. 
Peter Senge 
 

D. 
Gary Hamel 
 

E. 
Robert H. Waterman 
 
 

88.
Thomas J. Peters and Robert H. Waterman wrote the best-selling book _____, which urged U.S. firms to fight their competition by refocusing their business strategies on several drivers of success: people, customers, values, culture, action, and an entrepreneurial spirit.  
 



A. 
Good to Great 
 

B. 
The Future of Management 
 

C. 
The Fifth Dimension: The Art and Practice of the Learning Organization 
 

D. 
Managing Across Borders: The Transnational Solution 
 

E. 
In Search of Excellence 
 
 

89.
In his book the Seven Habits of Highly Effective People: Powerful Lessons in Personal Change, Stephen Covey:  
 



A. 
analyzed 1,435 companies to understand why some companies reach high levels of sustained performance while other companies fail to reach greatness. 
 

B. 
discussed “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success. 
 

C. 
focused on the strategic and organizational challenges confronting managers in multinational corporations. 
 

D. 
discussed how a leader’s success hinges on balancing between personal and professional effectiveness. 
 

E. 
urged U.S. firms to fight their competition by refocusing their business strategies on several drivers of success: people, customers, values, culture, action, and an entrepreneurial spirit. 
 
 

90.
In the context of managerial approaches, which of the following is true of change?  
 



A. 
The best managers today embrace change by drawing on classic managerial approaches. 
 

B. 
If one does not anticipate change and adapt to it, one’s firm will not thrive in a competitive business environment. 
 

C. 
Management knowledge and practices remain constant in the face of change. 
 

D. 
Change prevents businesses from achieving greater quality and speed. 
 

E. 
Change is happening at a slower rate than at any other time in history. 
 
 

 


Multiple Choice Questions
 

101.
In the context of the above scenario, which of the following approaches to management does Sarah subscribe to?  
 



A. 
Hawthorne Effect 
 

B. 
Contingency perspective 
 

C. 
Centralization 
 

D. 
Bureaucracy 
 

E. 
Economies of scale 
 
 

102.
In the context of the above scenario, which of the following is true of Sarah’s beliefs?  
 



A. 
Managers should be oriented more toward things than toward people. 
 

B. 
A pay system in which workers were paid additional wages when they exceeded a standard level of output for each job should be implemented. 
 

C. 
Managers may ignore appropriate rules and regulations. 
 

D. 
A piecerate system will motivate supervisors to provide extra attention to struggling workers. 
 

E. 
There is no “one best way” to manage and organize because circumstances vary. 
 
 

 



 

 
Scenario B. Use the information given below to answer the following questions. Wilson, an employee at Pinnacle Corp., was facing a problem with a coworker. He decided to report his coworker’s misbehavior to the department manager, instead of his immediate supervisor. However, he was instructed to consult his supervisor first and solve the matter, if possible. He was advised to raise the matter with the higher authorities only if his supervisor could not settle it. 
 


Multiple Choice Questions
 

103.
In the context of the above scenario, which of the following approaches to management does Pinnacle Corp. follow?  
 



A. 
Scientific management 
 

B. 
Human relations 
 

C. 
Quantitative management 
 

D. 
Bureaucracy 
 

E. 
Sociotechnical systems theory 
 
 

104.
In the context of the above scenario, which of the following is true of the organizational structure of Pinnacle Corp.?  
 



A. 
Employee loyalty and longevity is promoted. 
 

B. 
A unity of interests between employees and management is promoted. 
 

C. 
Employees are encouraged to act on their own in support of the organization’s direction. 
 

D. 
A chain of command or hierarchy is well established. 
 

E. 
Efforts that support the organization’s direction are systematically rewarded. 
 
 

 

 
 
 


Multiple Choice Questions
 

105.
In the context of the above scenario, which of the following principles of management does Karen’s manager believe in?  
 



A. 
Scientific management 
 

B. 
Douglas McGregor’s Theory X 
 

C. 
Abraham Maslow’s Hierarchy of Needs theory 
 

D. 
Henri Fayol’s principle of esprit de corps 
 

E. 
Systematic management 
 
 

106.
In the context of the above scenario, the phenomenon in which Karen meets her manager’s expectations by behaving in an irresponsible manner is known as a(n):  
 



A. 
self-fulfilling prophecy. 
 

B. 
contingency. 
 

C. 
administrative effect. 
 

D. 
flexible process. 
 

E. 
economy of scale. 
 
 

 

1.       In the context of the origins of management, Wu Qi, a Chinese general, discussed the importance of planning and leading in his book The Art of War. 


True    False

 

2.       In the context of the origins of management, the emergence of the Hawthorne Effect drove managers to strive for further growth. 


True    False

 

3.       Management could not emerge as a formal discipline even after the industrial revolution ended. 


True    False

 

4.       In the context of the classical approaches to management, the systematic management approach led to widespread production efficiency. 


True    False

 

5.       Lillian Gilbreth focused on the human side of management and was interested in how job satisfaction motivated employees. 


True    False

 

6.       One of the fourteen principles of management identified by Henri Fayol was the subordination of individual interest to the general interest.

 
True    False

 

7.       Sociotechnical systems theory helps a manager make a decision by developing formal mathematical models of a problem. 


True    False

 

8.       Research on sociotechnical systems theory was a precursor to the total quality management (TQM) movement. 


True    False

 

9.       If one does not anticipate change and adapt to it, one’s firm will not thrive in a competitive business world. 


True    False

 

10.    Change continually creates both new opportunities and new demands for lowering costs and for achieving greater innovation, quality, and speed. 


True    False

 

11.    In 1776, _____ discussed control and the principle of specialization with regard to manufacturing workers. 


A. Douglas McGregor
B. Max Weber
C. Frederick Taylor
D. Abraham Maslow
E. Adam Smith

 

12.    _____ refer(s) to reductions in the average cost of a unit of production as the total volume produced increases. 


A. Smoothing
B. Buffering
C. Systematic management
D. Economies of scale
E. Quantitative management

 

13.    _____, founded in the late 19th century, was one of the first university programs to offer management and business education.

 
A. Harvard Business School at Harvard University
B. The Wharton School at the University of Pennsylvania
C. Stanford Graduate School of Business at Stanford University
D. MIT Sloan School of Management at the Massachusetts Institute of Technology
E. Kellogg School of Management at Northwestern University

 

14.    Around _____, the Greeks recognized management as a separate art and advocated a scientific approach to work. 


A. 4000 BC
B. 500 BC
C. 400–350 BC
D. 1100 BC
E. 2000 BC

 

15.    In the context of the origins of management, throughout history, most managers operated by a(n) 


A. trial-and-error basis.
B. organizational behavior basis.
C. scientific management basis.
D. bureaucracy basis.
E. contingency basis.

 

16.    The opportunities for mass production created by the ______ spawned intense and systematic thought about management problems and issues. 


A. economies of scale
B. industrial revolution
C. resurgence methodology
D. management and business education schools
E. sociotechnical systems theory

 

17.    The evolution of management thought is divided into _____ major sections. 


A. two
B. three
C. four
D. five
E. six

 

18.    Reductions in the average cost of a unit production as the total volume produced increases is 


A. systematic management.
B. economies of scale.
C. Hawthorne Effect.
D. human relations.
E. trial-and-error.

 

19.    Around 1436, the _____ standardized production through the use of an assembly line. 


A. Chinese
B. Egyptians
C. Venetians
D. Greeks
E. Romans

 

20.    Who discussed control and the principle of specialization with regard to manufacturing workers? 


A. Adam Smith
B. Henri Fayol
C. Frederick Taylor
D. Abraham Maslow
E. Max Weber

 

21.    _____ is a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans. 


A. Scientific management
B. Administrative management
C. Systematic management
D. Human relations
E. Bureaucracy

 

22.    Which of the following helped organizations achieve goals through systematic management? 


A. emphasis on the application of quantitative analysis to managerial decisions and problems
B. careful definition of duties and responsibilities
C. preservation of employees’ interpersonal relationships and other human aspects of the work
D. focus on decentralization in decision making
E. encouragement of participation and provision of opportunities for individual challenge

 

23.    _____ introduced the scientific management approach that advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently. 


A. Frederick Taylor
B. Henry L. Gantt
C. Lillian M. Gilbreth
D. Max Weber
E. Henri Fayol

 

24.    Which of the following is true of Frederick Taylor’s contributions to scientific management as an approach to management? 


A. Taylor believed that supervisors could be motivated to provide training to underperforming workers.
B. Taylor created the Gantt chart, which helps managers plan projects by task and time to complete those tasks.
C. Taylor developed a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
D. Taylor focused less on the technical and more on the human side of management.
E. Taylor advocated the use of the differential piecerate system.

 

25.    The critics of scientific management claimed that 


A. organizations that need rapid decision making and flexibility may suffer with this approach.
B. managers may ignore appropriate rules and regulations.
C. managers were not trained to apply the principles of the theory.
D. it leads to too much authority being vested in too few people.
E. it did not help managers deal with broader external issues.

 

26.    Bureaucracy can be defined as 


A. a classical management approach that applied scientific methods to analyze and determine the “one best way” to complete production tasks.
B. a classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance.
C. a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
D. a contemporary management approach that emphasizes the application of quantitative analysis to managerial decisions and problems.
E. a classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization.

 

27.    If an organization ensures that a chain of command or hierarchy is well established, which characteristic of an effective bureaucracy does it exhibit? 


A. qualifications
B. division of labor
C. authority
D. ownership
E. rules and controls

 

 

 

 

 

 

28.    Which of the following is a drawback of the bureaucratic approach to management?

 

A. Production tasks are reduced to machine-like movements that lead to boredom.
B. This approach may not help managers deal with competitors and government regulations.
C. This approach does not accommodate rapid decision making and flexibility.
D. This approach emphasizes only money as a worker incentive.
E. This approach ensures that all employees perform their best with excessive rules and regulations.

 

29.    What does initiative as one of Henri Fayol’s 14 principles of management refer to?

 
A. encouraging employees to act on their own in support of the organization’s direction
B. promoting a unity of interests between employees and management
C. determining the relative importance of superior and subordinate roles
D. assigning only one supervisor to each employee
E. dividing work into specialized tasks and assigning responsibilities to specific individuals

 

30.    _____ wrote the book Dynamic Administration, which emphasized the continually changing situations that managers face. Two key contributions of the author are the notion that managers desire flexibility and the differences between motivating groups and individuals. 


A. Lillian Gilbreth
B. Adam Smith
C. Henri Fayol
D. Max Weber
E. Mary Parker Follett

 

31.    Which of Henri Fayol’s 14 principles of management refers to keeping communications within the chain of command? 


A. discipline
B. authority
C. unity of command
D. scalar chain
E. equity

 

32.    Which of Henri Fayol’s 14 principles of management refers to determining the relative importance of superior and subordinate roles?

 
A. centralization
B. scalar chain
C. initiative
D. authority
E. discipline

 

33.    The _____ approach is aimed at understanding how psychological and social processes interact with the work situation to influence performance. 


A. scientific management
B. systematic management
C. administrative management
D. human relations
E. bureaucracy

 

34.    Which term best refers to people’s reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior? 


A. esprit de corps
B. division of labor
C. Hawthorne effect
D. subordination of individual interest to the general interest
E. scientific management

 

35.    Which approach was the first to emphasize informal work relationships and worker satisfaction and emerged from a scientific management study that resulted in the discovery of the Hawthorne effect? 


A. human relations
B. Hawthorne Studies
C. bureaucracy
D. administrative management
E. scientific management

 

36.    In the classical approaches to management, proponents of the _____ approach argued that managers should stress primarily employee welfare, motivation, and communication. 


A. scientific management
B. systematic management
C. administrative management
D. human relations
E. bureaucracy

 

37.    Which of the following is a principle of the human relations approach? 


A. Scientific methods should be applied to analyze work.
B. Social needs have precedence over economic needs.
C. Management should cooperate with workers to ensure that jobs match plans.
D. Wasteful movements can be identified and removed to increase productivity.
E. Management is a profession and can be taught.

 

38.    Which classical approach to management advocates that management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization? 


A. systematic management
B. scientific management
C. administrative management
D. bureaucracy
E. human relations

 

39.    Which of the following is true of Abraham Maslow’s contribution to the field of human relations?

 
A. He emphasized the maintenance of inventories to meet consumer demand.
B. He was concerned with meeting the explosive growth in demand brought about by the industrial revolution.
C. He suggested that humans have five levels of needs.
D. He concluded that management decisions were unsystematic.
E. He advocated the application of scientific methods to analyze work.

 

40.    According to Abraham Maslow, the most advanced human need is for 


A. esteem.
B. love or belonging.
C. self-actualization.
D. safety.
E. homeostasis

 

41.    Which is the most basic human need, as suggested by Abraham Maslow? 


A. physical
B. safety
C. self-actualization
D. love and belonging
E. esteem

 

42. _____ argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs. 


A. Elton Mayo
B. William Procter
C. Frederick Taylor
D. Abraham Maslow
E. Fritz Roethlisberger

 

43. According to the five levels of needs suggested by Abraham Maslow, which is the most advanced need from among the given options? 


A. friendship
B. personal fulfillment
C. shelter
D. food
E. rest

 

44. Which of the following is a criticism of the human relations approach to management? 


A. Too much authority may be vested in too few people.
B. Rules need to be followed in a routine and biased manner.
C. The important characteristics of the formal organization are ignored.
D. Procedures may become the ends rather than the means.
E. Production tasks are reduced to a set of routine procedures that lead to quality control problems.

 

45. Which of the following approaches to management was criticized for being too simplistic, for a belief that a happy worker was a productive worker? 


A. scientific management approach
B. systematic management approach
C. bureaucratic approach
D. human relations approach
E. administrative management approach

 

46. What was the aim of the human relations approach to management? 


A. emphasizing economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control
B. applying scientific methods to analyze work and to determine how to complete production tasks efficiently
C. eliminating the variability that results when managers in the same organization have different skills, experiences, and goals
D. emphasizing the perspective of senior managers within the organization
E. understanding how psychological and social processes interact with the work situation to influence performance

 

47. Which of the following led Taylor to introduce an approach to management known as scientific management? 


A. He believed that specific procedures and processes should be built into operations to ensure coordination of effort.
B. He concluded that management decisions were unsystematic and that no research existed to determine the best means of production.
C. He emphasized economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.
D. He believed that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
E. He advocated that the jobs themselves be standardized so that personnel changes would not disrupt the organization.

 

48. Which of the following statements is true about systematic management? 


A. It advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
B. It emphasized adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.
C. It stressed the importance of hiring and training a proper worker to do a particular job.

D. It assumed workers were motivated by receiving money.
E. It implemented a pay system in which workers were paid additional wages when they exceeded a standard level of output for each job.

 

49. In the context of the classical approaches to management, _____ did not address all the issues faced by 19th-century managers, but it tried to raise managers' awareness about the most pressing concerns of their job. 


A. human relations
B. administrative management
C. scientific management
D. bureaucracy
E. systematic management

 

50. Which of the following is a contribution of Frederick Taylor? 


A. He suggested that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance.
B. He developed a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
C. He concluded that management decisions were unsystematic and that no research to determine the best means of production existed.

D.He created a notion that managers desire flexibility and gave the differences between motivating groups and individuals.

E.He suggested that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks.

 

 

51. Which of the following was an area of interest for Lillian Gilbreth, an influential contributor? 


A. how poor labor coordination caused problems
B. how job satisfaction motivated employees
C. how bureaucratic positions can foster specialized skills
D. how the piece rate system affected productivity
E. how mass production was encouraged by the industrial revolution

 

52. Which of the following is a criticism of the bureaucratic approach to management?

 
A. Once established, it is very difficult to dismantle such an organizational structure.
B. The concept that a happy worker is a productive worker is too simplistic.
C. The economic aspects of the workplace are overemphasized.
D. Job-related factors were ignored by emphasizing only money.
E. Production tasks were reduced to routine procedures which led to boredom.

 

 

53. The _____ effect refers to people's reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior.


A. John Henry
B. Pygmalion
C. Observer-expectancy
D. Hawthorne
E. Novelty

 

 

54. In the context of Henri Fayol's 14 principles of management, _____ refers to making expectations clear and punishing violations. 


A. order
B. authority
C. scalar chain
D. subordination of individual interest to the general interest
E. discipline

 

55. _________ management emphasized internal operations because managers were concerned primarily with meeting the explosive growth in demand brought about by the industrial revolution.

 
A. Scientific
B. Systematic
C. Administrative
D. Bureaucratic
E. Quantitative

 

56. ______ introduced the scientific management approach in response to the failure of systematic management to bring about widespread production efficiency.

 
A. Adam Smith
B. Frederick Taylor
C. Max Weber
D. Henri Fayol
E. Abraham Maslow

 

57. As a key element of _______ approach, the principle of the piecerate system primarily promoted the use of standardized workplaces that were hygienic and safe.

 
A. Adam Smith's
B. Frederick Taylor's
C. Henri Fayol's
D. Max Weber's
E. Douglas McGregor's

 

58. According to _____, bureaucratic positions discourage specialized skills because they foster subjective judgments by managers. 


A. Adam Smith
B. Max Weber
C. Henri Fayol
D. Frederick Taylor
E. Abraham Maslow

 

59. Abraham Maslow argued that people try to satisfy 


A. their lower-level needs and then progress upward to the higher-level needs.
B. their higher-level needs and then progress downward to the lower-level needs.
C. their mid-level needs first, then decide to progress upward or downward.
D. their mid-level needs and then progress upward to the high-level needs.
E. their mid-level needs and then progress downward to the lower-level needs.

 

60. ________ approach to management ignored the more rational side of the worker and the important characteristics of the formal organization. 


A. Scientific
B. Systematic
C. Human relations
D. Sociotechnical
E. Bureaucratic

 

61. Who suggested that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks?

 
A. Adam Smith
B. Henri Fayol
C. Henry Gantt
D. Abraham Maslow
E. Max Weber

 

62. Taylor's theory is criticized because it 


A. ignored job-related social and psychological factors by emphasizing only money as a worker incentive.
B. was vested in too many people.
C. was too simplistic to be applicable to the real world.
D. treated the principles as universal truths for management.
E. promoted a unity of interest between employees and management.

 

63. According to Henri Fayol's principles of management, which of the following refers to promoting a unity of interest between employees and management? 


A. remuneration
B. discipline
C. esprit de corps
D. centralization
E. scalar chain

 

64. According to Henri Fayol's principles of management, which of the following refers to systematically reward efforts that support the organization's direction? 


A. remuneration
B. centralization
C. scalar chain
D. equity
E. esprit de corps

 

65. Which of the following is true of the sociotechnical systems theory? 


A. It emphasizes the perspective of senior managers within the organization and argues that management is a profession and can be taught.
B. It suggests that organizations are effective when their employees have the right tools, training, and knowledge to make products and services that are valued by customers.
C. It believes that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
D. It advocates the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E. It attempts to build specific procedures and processes into operations to ensure coordination of effort.

 

66. Which of the following is a contemporary approach to management? 


A. scientific management
B. human relations
C. administrative management
D. systematic management
E. quantitative management

 

67. This approach to management owes much to other major schools of thought. For example, many of the ideas of the Gilbreths (scientific management) and Barnard and Follett (administrative management) influenced its development from 1930 to 1955. In fact, it emerged from a research project that began as a scientific management study. Which classical approach to management has been described here? 


A. administrative management
B. systematic management
C. scientific management
D. human relations
E. bureaucracy

 

68. The classical approaches as a whole were criticized because 


A. they overemphasized the relationship between an organization and its external environment.
B. they assumed employees wanted to work and could direct and control themselves.
C. most managers were not trained in using the classical approaches.
D. they usually stressed one aspect of an organization or its employees at the expense of other considerations.
E. many aspects of a management decision could not be expressed through mathematical symbols and formulas.

 

69. Which of the following statements is true of the systems theory? 


A. It emphasizes that an organization is one system in a series of subsystems.
B. It implements a piecerate system in which workers are paid additional wages when they exceed a standard level of output for each job.
C. It enforces a system that suggests that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks.
D. It develops a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
E. It suggests that organizations are effective when they have the social system and the technical system to make products and services that are valued by customers.

 

70. Which of the following is an input used by organizations?

 
A. raw materials
B. trademarks
C. esprit de corps
D. contingencies
E. incentives

 

71. Research on _____ promoted the use of teamwork and semiautonomous work groups as important factors for creating efficient production systems. 


A. organizational behavior
B. bureaucracy
C. sociotechnical systems theory
D. human relations
E. administrative management

 

72. Which is the correct statement about the sociotechnical systems theory?

 
A. Most organizations did not adopt the sociotechnical systems theory for management problems until the year 2000.
B. It was the first major approach to emphasize informal work relationships and worker satisfaction.
C. It was developed in the early 1950s by researchers from the London-based Tavistock Institute of Human Relations.
D. It emphasized the perspective of senior managers within an organization.
E. It emphasized a structured, formal network of relationships among specialized positions in an organization.

 

73. In the context of contemporary approaches to management, managers may use _____ to compare alternatives and eliminate weaker options. 


A. quantitative management
B. organizational behavior
C. the sociotechnical systems theory
D. the contingency perspective
E. administrative management

 

74. What explains the limited use of quantitative management? 


A. It is difficult to discontinue the use of this process once it has been established.
B. Many of the decisions managers face are nonroutine and unpredictable.
C. Managers are oriented more toward things than toward people.
D. It holds that all aspects of a management decision should mandatorily be expressed through mathematical symbols and formulas.
E. It believes that economic needs have precedence over social needs.

 

75. Which contemporary approach to management has been used in a limited manner because many aspects of a management decision cannot be expressed through mathematical symbols and formulas? 


A. Organizational behavior
B. Systematic management
C. Quantitative management
D. Human relations
E. Administrative management

 

76. _____ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes. 


A. Quantitative management
B. Organizational behavior
C. Systems theory
D. Contingency perspective
E. Sociotechnical systems theory

 

77. A manager assumes workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals. Which of the following does the manager most likely follow? 


A. Theory X
B. sociotechnical systems approach
C. bureaucracy approach
D. human relations approach
E. systems theory

 

78. When a manager treats employees as lazy, unmotivated, and in need of tight supervision, the employees eventually meet the manager’s expectations by acting that way. According to Douglas McGregor, this is known as 


A. a contingency.
B. an open system.
C. a physiological need.
D. a self-fulfilling prophecy.
E. a bureaucratic approach.

 

79. McGregor advocated a _____, suggesting that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance. 


A. Theory X perspective
B. Theory Y perspective
C. bureaucratic approach
D. human relations approach
E. contingency perspective

 

80. What is a feature of organizational behavior?

 
A. The more recent contributions made by organizational behavior have a narrower viewpoint.
B. Unlike other approaches, it has always been appreciated for its broad perspective.
C. It does not address factors like employee involvement and self-management.
D. Through the years, organizational behavior has consistently emphasized development of an organizations’ human resources to achieve organizational rather than individual goals.
E. In the past few years, many of the primary issues addressed by organizational behavior have experienced a rebirth with a greater interest in leadership.

 

81. Which of the following statements is true of organizational behavior? 


A. It does not address factors like self-management.
B. Unlike other approaches, it has always been appreciated for its broad perspective.
C. The more recent contributions have a narrower viewpoint.
D. It emphasizes development of an organization’s human resources to achieve individual goals.
E. In the past few years, its primary focus has shifted away from leadership and employee involvement.

 

82. Which of the following is a criticism of the classical approaches to management as a whole? 


A. The relationship between an organization and its external environment is ignored.
B. Most managers are not trained to use these techniques.
C. Many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
D. Many of the decisions managers face are nonroutine and unpredictable.
E. There is only “one best way” to manage and organize because circumstances vary.

 

83. Organizations are open systems, and they are dependent on _____ from the outside world, such as raw materials, human resources, and capital. 


A. contingencies
B. inputs
C. intangibles
D. control systems
E. outputs

 

84. The _____ refutes universal principles of management by stating that a variety of factors, both internal and external to the firm, may affect an organization’s performance. 


A. contingency perspective
B. scientific management approach
C. human relations approach
D. organizational behavior approach
E. sociotechnical systems theory

 

85. ________, in the context of the systems theory, are situational characteristics. 


A. Systems
B. Additions
C. Experiments
D. Inventories
E. Contingencies

 

86. In the systems theory, understanding _____ helps a manager know which sets of circumstances dictate which management actions. 


A. inputs
B. physical needs
C. economies
D. contingencies
E. outputs

 

87. The values, goals, skills, and attitudes of managers and workers in an organization are examples of 


A. inventories.
B. outputs.
C. esprit de corps.
D. tasks.
E. contingencies.

 

88. Managers rely on the methods of qualitative management as the ______ approach to decision making. 


A. primary
B. supplemental
C. definitive
D. only
E. worst

 

89. Many aspects of a management decision _____ expressed through mathematical symbols and formulas. 


A. can be
B. cannot be
C. must be
D. should be
E. want to be

 

90. Managers who subscribe to McGregor's Theory X must watch for the important implication of 

 
A. contingency perspective.
B. self-fulfilling prophecy.
C. superior performance.
D. individual challenges.
E. human relations approach.

 

91. According to the contingency perspective, there is(are) ______best way(s) to manage and organize. 


A. only one
B. no
C. many
D. two
E. a few

 

92. Understanding _____ helps a manager know which sets of circumstances dictate which management actions. 


A. contingencies
B. self-fulfilling prophecies
C. employees
D. management styles
E. control systems

 

93. Which of the following was a major contribution of management guru, Peter Drucker? 


A. the discovery that great companies are managed by “level 5 leaders” who often display humility while simultaneously inspiring those in the organization to apply self-discipline
B. the focus on the areas of organizational learning and change
C. the ability to urge U.S. firms to fight their competition by refocusing their business strategies on several drivers of success like people and customers
D. the focus on the “strategic and organizational challenges confronting managers in multinational corporations”
E. the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives

 

94. Which of the following is true of Peter Senge’s contributions to management thought and practices? 


A. He has made several significant contributions to the areas of organizational learning and change.
B. He was the first person to discuss “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.
C. He established the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.
D. He advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E. He contends that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.

 

95. Identify the right statement about the contribution made by Jack Welch toward management thought and practices.

 
A. He is known for being the first person to discuss “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.
B. He established the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.
C. He contends that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
D. He advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E. He is widely viewed as having mastered “all of the critical aspects of leadership: people, process, strategy and structure.”

 

96. Which of the following was a key feature in Stephen Covey’s book, The Seven Habits of Highly Effective People: Powerful Lessons in Personal Change? 


A. He analyzed 1,435 companies to understand why some companies reach high levels of sustained performance while other companies fail to reach greatness.
B. He discussed “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.
C. He focused on the strategic and organizational challenges confronting managers in multinational corporations.
D. He discussed how a leader’s success hinges on balancing between personal and professional effectiveness.
E. He urged U.S. firms to fight their competition by refocusing their business strategies on several drivers of success: people, customers, values, culture, action, and an entrepreneurial spirit.

 

97. In the context of managerial approaches, which of the following is true of change?

 
A. The best managers today embrace change by moving from contemporary managerial approaches to classic managerial approaches.
B. If one does not anticipate change and adapt to it, one’s firm will not thrive in a competitive business environment.
C. Management knowledge and practices remain constant in the face of change.
D. Change prevents businesses from achieving greater quality and speed.
E. Change is happening at a slower rate than at any other time in history.

 

98. _____ discovered that "level 5 leaders" often leave enduring legacies without drawing a lot of attention to themselves. 


A. Jim Collins
B. Steven Covey
C. Abraham Maslow
D. Chris Argyris
E. Peter Senge

 

99. Peter Drucker was the first person to discuss _____, by which a manager should be self-driven to accomplish key goals that link to organizational success. 


A. level 5 leaders
B. competitive strategy
C. management by objective
D. management educator
E. the Hawthorne Effect

 

100. ______ championed several ideas that continue to be influential to this day, including decentralization, employees as assets, corporation as a human community, and the importance of knowledge workers in the new information economy. 


A. Christopher A. Bartlett
B. Peter Drucker
C. Michael Porter
D. Gary Hamel
E. Jim Collins

 

101. _____ founded the "Society of Organizational Learning." 


A. Christopher A. Bartlett
B. Peter Drucker
C. Peter Senge
D. Henri Fayol
E. Michael Porter

 

 Use the following information to answer the following questions.

Alex, an employee at Madill Corp., was facing a problem with a coworker. He decided to report his coworker’s misbehavior to the department manager, instead of his immediate supervisor. However, he was instructed to consult his supervisor first and solve the matter, if possible. He was advised to raise the matter with the higher authorities only if his supervisor could not settle it.

 

102. In the context of Scenario A, which of the following approaches to management does Madill Corp. follow? 


A. scientific management
B. human relations
C. quantitative management
D. bureaucracy
E. bociotechnical systems theory

 

103. In the context of Scenario A, which of the following is true of the organizational structure of Madill Corp.? 


A. employee loyalty and longevity is promoted.
B. a unity of interests between employees and management is promoted.
C. employees are encouraged to act on their own in support of the organization’s direction.
D. a chain of command or hierarchy is well established.
E. efforts that support the organization’s direction are systematically rewarded.

 

104. The work on bureaucracies by _______ can be applied to Scenario A. 


A. max Weber
B. frederick Taylor
C. henri Fayol
D. lillian Gilbreth
E. jim Collins

 

 Use the following information to answer the following questions.

Amelie, a manager in a company, had to complete an important project that had a “near impossible” deadline. Instead of assuming that offering financial incentives would be the best way to get the work done, she devoted some time to understand what motivated each of her team members to work harder. She found that some people craved recognition more than money, whereas others wanted more influence in the organization. With this information, she was able to offer the right incentive to each person. As a result, her team was able to meet the deadline.

  

105. In the context of Scenario B, which of the following approaches to management does Amelie subscribe to? 


A. Hawthorne effect
B. contingency perspective
C. centralization
D. bureaucracy
E. economies of scale

 

106. In the context of Scenario B, which of the following is true of Amelie’s beliefs? 


A. Managers should be oriented more toward things than toward people.
B. A pay system in which workers were paid additional wages when they exceeded a standard level of output for each job should be implemented.
C. Managers may ignore appropriate rules and regulations.
D. A piecerate system will motivate supervisors to provide extra attention to struggling workers.
E. There is no “one best way” to manage and organize because circumstances vary.

 

107. In the context of Scenario B, what theory is Amelie using to manage? 


A. Bureaucracy Theory
B. Hawthorne Effect Theory
C. Systems Theory
D. Economies of Scale Theory
E. Douglas McGregor's Theory X

 

Use the following information to answer the following questions.

Janice, an intelligent, enthusiastic, and hardworking person, recently joined a company. Despite working well, she was constantly yelled at by her manager. In addition, her manager expected her to submit a report of her activities at the end of each day. He also checked on Janice at frequent intervals during the day to see how her work was progressing. After a few months of such treatment, Janice began to lose interest in her work. She began to frequently miss deadlines and the quality of her work deteriorated.

 

 

108. In the context of Scenario C, which of the following principles of management does Janice’s manager believe in? 


A. scientific management
B. Douglas McGregor’s Theory X
C. Abraham Maslow’s Hierarchy of Needs theory
D. Henri Fayol’s principle of esprit de corps
E. systematic management

 

109. In the context of Scenario C, the phenomenon in which Janice meets her manager’s expectations by behaving in an irresponsible manner is known as a(n)

 
A. self-fulfilling prophecy.
B. contingency.
C. administrative effect.
D. flexible process.
E. economy of scale.

 

110. In the context of Scenario C, Janice is losing interest in her job as a result of her manager's beliefs about his workers.  Janice can try to change this belief by subscribing to which approach? 


A. qualitative management
B. Theory X and Theory Y
C. Systems Theory
D. organizational behavior
E. the Hawthorne effect